Tabel 2.1 Penelitian Terdahulu
No Penulis Judul Kesimpulan Perbedaan Persamaan
1. Moh. Irsan Frimansa h dan Raeny Dwi Santy Pengaruh Iklim Organisasi Dan Karakteristik Pekerjaan Terha-Dap Kepuasan Kerja Pegawai Di Lingkungan Pemerintahan Daerah Kabupaten Sukabumifood Festival
Iklim organisasi dan karakteritik pekerjaan secara simultan berpengaruh positif terha-dap kepuasan kerja pegawai Pemerintah Daerah Kabupaten Sukabumi. Hal ini menunjukan bahwa secara serempak ik-lim organisasi dan karakteristik pekerjaan berperan dalam membentuk dan mening-katkan kepuasan kerja pegawai pemerin-tah daerah Kabupaten Sukabumi. Iklim organisasi berpengaruh
1.tempat penelitian 2.variabel independen 2 3.populasi dan sampel 1.Variable independen 1 dan dependen 2.menggunaka n kuesionel dalam pengumpulan data
Surabaya) positif terha-dap kepuasan kerja pegawai Pemerintah Daerah Kabupaten Sukabumi. Hal ini ber-arti semakin baik iklim organisasi maka semakin baik kepuasan kerja karyawan. Karakteristik Pekerjaan berpengaruh positif terhadap kepuasan kerja pegawai Pe merintah Daerah Kabupaten Sukabumi. Hal ini berarti semakin baik karakteristik pekerjaan maka semakin baik pula kepuasan kerja karyawan. 2. Siska Kristin Sugianto, Armanu Thoyib, Noermija ti, (2012) Pengaruh Person-Organization Fit (P-O Fit),
Motivasi Kerja, dan Kepuasan Kerja terhadap Komitmen Pegawai (Pada Pegawai UB Hotel, Malang)
Berdasarkan hasil analisis dan pembahasan yang telah disampaikan pada bab sebelumnya, penelitian ini mengemukakan jawaban atas permasalahan yang dikemukakan sebagai berikut:
• Person-organization fit
berpengaruh secara nyata terhadap motivasi kerja, kepuasan kerja, dan komitmen pegawai UB Hotel. Dengan demikian dapat disimpulkan bahwa semakin tinggi person-organization fit yang dimiliki oleh pegawai, semakin tinggi pula motivasi kerja, kepuasan kerja, dan komitmen yang dihasilkan oleh pegawai UB Hotel. Demikian pula sebaliknya semakin rendah person organization fit yang dimiliki oleh pegawai akan diikuti dengan penurunan terhadap motivasi kerja, kepuasan kerja, dan komitmen yang dimiliki oleh pegawai UB Hotel.
• Motivasi kerja memiliki pengaruh secara nyata terhadap komitmen pegawai UB Hotel. Dengan demikian dapat disimpulkan bahwa semakin tinggi motivasi kerja yang dimiliki pegawai UB Hotel maka akan semakin tinggi pula komitmen yang dihasilkan oleh pegawai UB Hotel. Dan sebaliknya semakin rendah motivasi kerja yang dimiliki maka
1.tempat penelitian 2.variabel independen 1 dan 2 3.menggunaka n sensus Variable independen 3 dan dependen 2.menggunaka n kuesionel dalam pengumpulan data
semakin rendah pula komitmen yang dihasilkan
• Kepuasan kerja memiliki pengaruh secara nyata terhadap komitmen pegawai. Hal ini menunjukkan bahwa semakin tinggi kepuasan kerja yang dimiliki oleh pegawai maka semakin tinggi pula komitmen yang dihasilkan oleh pegawai. Artinya bila pegawai merasa bekerja pada tempat yang tepat, memiliki pembayaran yang sesuai, adanya organisasi dan manajemen yang sesuai, adanya supervisi pada pekerjaan yang tepat, serta ketepatan dalam pekerjaan akan timbul kepuasan dalam diri pegawai.
3. Gilbert A. Churchill , Jr., Neil M. Ford, Orville C. Walker, Jr. Organizational Climate and Job Satisfaction in the Salesforce
One conclusion suggested by this study is that organizational climate is an important determinant of salesforce morale. More than 40% of the variation in total job satisfaction among salesmen is explained by the seven climate variables examined, even when the effects of time on the job are excluded. Thus, the sales manager who is concerned about the job satisfaction of his salesforce should pay as much attention to the general manner in which company policies and practices are developed, administered, and controlled as he does to his salesmen's feelings about the specific policies and practices themselves. The managerial implications of these findings, however, must be approached with caution. The salesmen's perceptions of organizational climate were measured. Such perceptions may not always be consistent with objective reality, and changes made by management in supervisory style may not always produce corresponding changes in workers' perceptions of the
1.tempat penelitian
Variable independen
organization's climate. Another problem in developing the mangerial implications of these findings is that climate as defined herein is only partially under the control of a firm's managers. The most controllable elements of climate include the supervisory and organizational variables. They can be referred to as the "managerial climate." The "interpersonal climate" affecting the salesman, however, is to some extent beyond management's control. 4. Jeevan Jyoti1* (2013) Impact of Organizational Climate on Job Satisfaction, Job Commitment and Intention to Leave: An Empirical Model
The third equation dealt with impact of Organizational climate, job satisfaction and commitment on job turnover or intention to leave. As hypothesized, both job satisfaction and Organizational climate are predictive of intention to leave and have inverse relation (in line with research finding of Lu, While and Bariball, 2007). The university teachers have very low intention to leave (M 1.83). Only eight per cent teachers wanted to change their job. The reason for low intention can be that a satisfied employee tends to be more loyal to the Organization that induces him to remain in the Organization. On the other hand dissatisfied employees opt for some other job (Nicholson et al., 1977). Amongst different factors of job satisfaction job characteristics/F2JS (Scott et al., 2006) and pay related matters/F10JS are strong predictors of intention to leave because presence of autonomy, sense of achievement, creativity, appropriateness, job enrichment at the work place gives enthusiasm to work and timely release of pay,
regular increments and appropriate retirement benefits lure the employees to stay at the
1.tempat penelitian 2.variabel dependen 2 Variable independen dan dependen 1
job( Nair and Gavane 2006). As far as Organizational climate is concerned administration/F1OC and personnel treatment/F3OC are predictive of intention to leave because if an employee feels that information & communication flow, structure of the Organization and change implementation are not good in the Organization and the employees are ill treated then he/she will not like to stay in the Organization. Although commitment is negatively related to intention to leave but it has not been found predictor of intention to leave which is against earlier research (Mobley et al., 1979, Jenkins and Thomlinson, 1992). The study has several limitations which provide opportunities for future research. First no attention was given to demographic variables. Many studies have demonstrated that gender, designation, age has significant impact on job satisfaction (Sharma and Jyoti 2006). Commitment has been measured on the basis of single statement and no consideration has been given to its different kinds viz., affective, normative and continuance. Third, this study modeled recursive relationships i.e., only one way causal flows have been considered. There may be existence of reciprocal relationships that needs to be explored. 5. Chaula Chusnia Septantin ova, Bambang Suratman (2013) Pengaruh Kepuasan Kerja Dan Perilaku Kepemimpinan Terhadap Komitmen Karyawan
Berdasarkan hasil penelitian dan pembahasan maka dapat diambil kesimpulan sebagai berikut: (1) secara simultan variabel-variabel yang ada dalam kepuasan kerja (pekerjaan itu sendiri, gaji, kesempatan promosi, pengawasan, rekan kerja, dan kondisi kerja) serta variabel-variabel dalam perilaku
1.tempat penelitian 2.variabel independen 2 Variable independen 1 dan dependen 2.menggunaka n kuesioner dalam pengumpulan data
kepemimpinan (dinamika kelompok, komunikasi dan pengambil keputusan) berpengaruh signifikan terhadap komitmen karyawan bagian produksi di PT. Tri Ratna Diesel Indonesia (2) komitmen karyawan bagian produksi di PT. Tri Ratna Diesel Indonesia (3) faktor dominan atau variabel dominan dalam penelitian ini adalah faktor gaji karena Secara parsial variabel-variabel faktor-faktor kepuasan kerja antara lain pekerjaan itu sendiri, gaji dan kesempatan promosi, sedangkan variabel-variabel dari perilaku kepempinanan antara lain dinamika kelompok dan komunikasi berpengaruh terhadap nilai signifikansi dari faktor tersebut dan nilai t yang lebih besar dari faktor.
6. Dita Rizki Widianit a, Umi Anugera h Izzati Hubungan Antara Iklim Organisasi Dan Komunikasi Organisasi Dengan Komitmen Organisasi Pada Karyawan Pt. Telekomunikasi Indonesia, Tbk Unit Wholesale Service Witel Jawa Timur Suramadu
Berdasarkan hasil penelitian terhadap 95 karyawan PT. Telekomunikasi Indonesia, Tbk pada bagian unit kerja Wholsale Service Witel Jatim Suramadu, terdapat hubungan yang positif dan signifikan antara iklim organisasi dengan komitmen organisasi pada karyawan. Hal ini berarti semakin positif iklim organisasi maka semakin tinggi komitmen organisasi. Adapun hasil yang didapat bahwa antara variabel iklim organisasi memiliki koefisien korelasi sebesar 0,217 yang berarti hubungan antara iklim organisasi dengan komitmen organisasi rendah. Selain itu, terdapat juga hubungan positif dan signifikan antara komunikasi organisasi dengan komitmen organisasi pada karyawan. Hal ini berarti semakin tinggi komunikasi organisasi maka semakin tinggi pula komitmen organisasi. Sedangkan untuk variabel komunikasi organisasi memiliki koefisien
1.tempat penelitian 2.variabel independen 2 3.pengambilan sampel mnggunakan cluster sampling 1.Variable independen 1 2.pengumpula n data menggunakan kuesioner
korelasi sebesar 0,291 yang berarti hubungan antara komunikasi organisasi dengan komitmen organisasi rendah. Selanjutnya, dapat disimpulkan bahwa terdapat hubungan yang positif dan signifikan antara iklim organisasi dan komunikasi organisasi dengan komitmen organisasi pada karyawan. Sebaliknya semakin rendah iklim organisasi dan semakin rendah komunikasi organisasi maka komitmen organisasi pada karyawan akan semakin rendah pula. Adapun hasil yang didapat bahwa variabel iklim organisasi dan variabel komunikasi organisasi memiliki kontribusi 8,7% terhadap variabel komitmen organisasi dengan nilai koefisien korelasi sebesar 0,295 yang berarti jika diuji bersama-sama antara variabel iklim organisasi dan komunikasi organisasi dengan komitmen organisasi memiliki hubungan yang rendah.
7. Zijada Rahimić 1 (2013) Influence of Organizational Climate on Job Satisfaction in Bosnia and Herzegovina Companies
This paper presents a research on the relationship between organizational climate and job satisfaction where organizational climate was observed as a non-material motivational strategy. Organizational culture is considered a non-material motivational strategy in theory and practice, while organizational climate is considered as one of the three basic elements of organizational culture (or an outcome of organizational culture). Organizational climate intercedes work and interpersonal relations, and influences the processes of communication, problem solving, learning, motivation and efficiency. In this paper, organizational climate was measured according to 24 criteria (statements). A hypothesis which
1.tempat penelitian
Variable independen 1 dan dependen
states that employees who are positioned higher in the company hierarchy have more positive opinions about the organization. The research was performed on a sample of 111 employees from production companies of different industrial branches: food, textile, wood and machine industry. On the basis of data analysis, it was concluded that opinions and ranking of organizational climate in companies across Bosnia and Herzegovina also vary according to the level held in the hierarchical structure. Those employed in the higher management of the organizational hierarchy have more positive opinions about the organization (3.5:4.3), which confirms our research hypothesis. A statistically significant difference in the grades given by employees from different organizational levels exists on six criteria (statements) in the organizational climate. Through the method of factor analysis of the 24 criteria of organizational climate, four categories were defined. They explain 64.99% of the overall variability. The first category is dominated by individual responsibility for the quality of work performance, support for change, and acceptance and goal reaching. This category explains 26.29% of the overall differences in variables. The second factor, which refers to job qualifications, career advancement and conversation about work efficiency accounts for 25.012% of the overall variability. The third factor (loyalty) explains only 6.997% of the overall variability, while the lowest level of variability (6.69%) is accounted by the so called factors of compliments and positive
attitudes. Employee satisfaction was examined through 11 statements. It can be concluded that the employees are most satisfied with job security, while they are least happy with their salaries. It is obvious that top management attempts to avoid dismissing employees had
motivational effects on BiH’s
business environment, which is characterized by high unemployment rates and recession. Lowering salaries and irregular payments had a negative effect on employee satisfaction. However, it can be concluded that job satisfaction is on a satisfactory level (3.538). Through analyzing the correlation between organizational climate and job satisfaction, it was possible to conclude that organizational climate significantly influences job satisfaction, since the level of influence is 0.866. This means that 86.6% of all job satisfaction changes were influenced by changes in organizational climate. Lastly, the correlation analysis clearly demonstrated that there is a significant direct relation between organizational climate and employee satisfaction, because the level of influence is 0.866. This means that 86.6% of all changes in job satisfaction were caused by changes in organizational climate, which implies that organizational climate significantly influences employee satisfaction in companies in Bosnia and Herzegovina. Resting on the fact that satisfied and motivated employees obtain better results, we can conclude that organizational climate directly influences company success. Therefore, in order for a company
to survive and advance in the future, management of organizational climate, which stems from strong organizational culture where co-workers function according to the optimum of their abilities, is essential for contributing to the overall value of every organization. 8. GATOT WIJAYA NTO (2011) Komitmen Pegawai dan Budaya Organisasi pada Kinerja Pegawai
Penelitian ini menyimpulkan
bahwa berdasarkan analisis
perhitungan uji statistik yang
telah dibahas penulis
menunjukkan bahwa faktor
komitmen pegawai dan budaya
organisasi secara simultan
(overall test) mempunyai pengaruh yang sangat bermakna
terhadap kinerja pegawai
Sekretariat Daerah (Setda)
Provinsi Riau. Begitu pula
komitmen pegawai dan budaya organisasi, mempunyai pengaruh bermakna secara parsial dan signifikan pada kinerja pegawai
Sekretariat Daerah (Setda)
Provinsi Riau dapat dinyatakan diterima kebenarannya. Namun
demikian, meskipun kinerja
pegawai Sekretariat Daerah
(Setda) Provinsi Riau secara rata-rata dalam kategori tinggi akan tetapi manajemen dan segenap
para pimpinan kantor harus
memperhatikan kebijakan yang diarahkan pada para pegawai yang benar-benar loyal dalam
penyelesaian dan pencapaian
standar kualitas pekerjaan yang diinginkan pemda dengan cara
menggali informasi kepada
masing-masing pegawai dari
berbagai pihak maupun instansi
yang terkait tentang faktor
penyebab rendahnya kinerja
mereka. 1. tempat penelitian 1.Variable dependen 2.pengumpula n data menggunakan wawancara dan kuesioner